EMPLOYEE ENGAGEMENT AND IT’S BENEFITS TO AN ORGANIZATION
Employee Engagement
Employee engagement is
well-defined as employee’s involvement and satisfaction with as well as passion
for work (James et al., 2002). Engaged employees demonstrate their authentic
selves through physical participation, cognitive awareness and emotional
connections (Catherine et al., 2013). Employee engagement is made of past perceptions
such as job satisfaction, employee commitment and Organizational citizenship behavior
(Solomon and Sandhya, 2010).
MacLeod and Clarke (2009)
the report to the UK government suggests engagement as an organizational
technique intended to ensure that employees are devoted to their organization’s
goals and values, inspired to contribute to organizational success, and have
the capacity to enhance their own sense of well-being. The above report suggests
that engagement mean a variety of things, and not just a positive state of mind.
Engaged employees are
considered as enthusiastic, energetic, motivated and passionate about their
work at the organization (Salanova, Agut & Peiro 2005). They are further loyal
and contribute additional service to the work place. Therefore, less likely to
voluntarily leave the organization (William and Benjamin 2008).
An engaged employee also brings
better output and they are negatively inclined to leave the organization; thus,
job satisfaction is related to employee engagement (Lata, 2017). Silverthorne (2004) shows that, more satisfied
employees are more engaged in their work, while less satisfied are less
engaged. Employee engagement is not entirely
depending on the employees. It is a two-way relationship between employer and
employee where both parties need to contribute towards successful employee
engagement (Robinson et al., 2004).
Employee Engagement and Organizational Performance
Greater levels of
engagement in organizations promote retain of talent, foster client trustworthiness
and upsurge organizational performance. When employees are efficiently and
positively engaged with their organization or firm, they build up an emotional
connection with the company. This influences their behavior towards the
company’s customers, thus increases customer satisfaction and service levels (Bhavani
et al., 2015). Studies
have found positive relationship between employee engagement and organizational
performance results in employee retention, efficiency, profitability, customer
loyalty and safety. Researches also indicate that with engaged employees, the
employer is able to surpass the industry average in its revenue growth (Solomon
and Sandhya, 2010).
Aon Hewitt describes
engagement as the psychological state and behavioral outcomes that lead to
better performance. The engagement outcomes are as Say, Stay, and Strive.
Engaged employees:
• Say—speak positively about the organization
to coworkers, potential employees, and customers.
• Stay—have an intense sense of belonging and
desire to be a part of the organization.
• Strive—are motivated
and exert effort toward success in their jobs and for the company.
(Source: Aon, 2015)
Employees who are not
engaged do not show full commitment and uncertainties about their organization
in terms of performance measures and job satisfaction (Solomon and Sandhya,
2010).
The Components of the Employee Engagement
Engagement primarily
contains three overlying components such as Commitment, Motivation, and
Organizational Citizenship Behavior. The model below shown is comprehending
these components which are presented by the Institute for Employment Studies
(Armstrong, 2014), Illustrated in figure 2 below.
Figure 2 : IES Model of
employee engagement
(Source: Armstrong,
2014)
Drivers of Employee Engagement
Crawford et al., (2013)
Listed the below drivers of employee engagement;
- Job challenge – Occurs when the jobs are comprehensive, high responsibility and when there is high work load. This increases engagement because it creates possibilities for accomplishment and personal development.
- Autonomy – This gives the liberty, individuality and decision-making power to employees in scheduling their work and procedures to work it out. This brings a sense of ownership and control over work outcomes.
- Variety – This permit employees to accomplish many different activities or practice many different skills.
- Feedback – Providing employees with pure information about the effectiveness of their performance.
- Fit – Compatibility amongst the employees and work environment.
- Opportunities for development – Develop pathways for employee growth and fulfillment.
- Rewards and recognition – Both direct and indirect rewards on the individual investment of an employee working in an organization.
In addition to the above,
the quality of leadership style practiced by line managers is an important
driver (Hakanen et al., 2006). MacLeod and Clarke (2009) states that line managers demonstrate an important part in encouraging
engagement by providing clarity of purpose, appreciating employees’ effort and
contribution. Employees are treated as individuals and the work is organized
efficiently and effectively, which makes individuals feel they are valued and
encouraged to do their work.
However,
engaged employees also become disengaged employees due to many reasons. One of
the key aspects leading to employee disengagement is poor leadership, where two-way
communication is not encouraged (Premuzic, 2017). Lack of recognition, inability
to balance work life, behavior of a bad supervisors, lack of trust and
confidence in management, lack transparency in promotions and other
benefits, lack of promotional opportunities (Saunders & Tiwari, 2014).
Positive outcomes of the Employee Engagement
Positive impacts of the
employee engagement are categorized into two main aspects such as
Organizational outcomes and employee outcomes. Organizational outcomes are as
customer loyalty, employee efficiency, advocacy of the organization, manager
self-efficacy, organizational performance, bottom-line profit, successful
organizational change. Positive outcomes in employee perspective are stated as
clarifying expectations, health and well-being (Robertson-Smith and Markwick
2009). Stairs and Galpin (2010) also suggested the below outcomes of high
levels of employee engagement;
- Lower absenteeism and higher employee retention.
- Increased employee effort and efficiency.
- Improved quality and reduce mistakes.
- High sales.
- Higher profitability, earnings per share and shareholder returns.
- Enhanced customer satisfaction and loyalty.
- Faster business growth.
- Business success.
A
research has proved that engagement positively affect employee’s health and it
generates positive feelings towards work and the organization (Mauno et
al., 2007).
Barriers to Employee Engagement
Frequently in the form of
rules, workplace culture and behaviors, barriers to engagement can negatively
affect employees, customers and stakeholders. Eventually this will affect the organization’s
financial success. HR can act as a huge barrier depending on how organization
policies and practices are implemented (Lockwood,
2007). Individuals
who are tremendously engaged with work have shown a higher possibility of high
conflict in their family lives (Halbesleben et al., 2009).
Employee Engagement in Global Companies
In the
global context, Google is a prominent example of succeeded in employee
engagement. Liane Hornsey, Director of People Operations for EMEA region said
that they were successful in innovating new products in a short space because
they highly valued employee engagement.
Google
highly consider employee well being and a large sum of money and effort is
invested on social activities that foster a sense of belonging, a team culture
and to encourage psychological contract between the employee and Google (MacLeod
and Clarke, 2009).
Metro, Yorkshire based
public transport provider, has transformed from an outdated bureaucratic rigid
culture to a ‘can do’ culture with high employee engagement. Metro has announced
a range of activities to increase employee engagement such as improved
communication on organizational objectives, an extensive management development
programme and 2-way communication throughout the organization. These have resulted
in increased productivity, staff and higher customer satisfaction. Since
2004/05, when Metro announced its engagement programme, it has enhanced its
engagement score from 3.73 to 3.98 (out of 5) and has seen sick days per
employee fall consistently from 8.9 to 7.65, and retention rates increase from
82 per cent to almost 93 per cent (MacLeod and
Clarke, 2009).
Conclusion
In
conclusion, engaged employees will result in increased productivity, retention,
customer loyalty and profitability. Eventually it will lead to organizational
performance. Organizations must introduce strategies to engage people with work
and further make sure that employee dissatisfaction does not occur. Employee
engagement starts with top management with engaged leadership (Solomon and Sandhya 2010). It has been proven
through this article that employee engagement is thoroughly linked with
organizational performance outcomes.
LIST OF REFERENCES
1) Aon,
H. (2015) Global Trends in Employee Engagement: Making engagement happen. Aon empower
results.
2) Bhavani,
S. A., Sharavan and Arpitha. (2015) A
Study Effectiveness of Employee Engagement in Automobile Industry. International
Journal of Economics & Management Sciences, 4(10), pp.1-5.
3) Baumruk,
R and Gorman, B. (2006) Why managers are crucial to increasing engagement.
Melcrum publishing, pp.24-27.
4) Catherine,
T., Amanda, S., Emma S., Kerstin, A and Rick, D. (2013) Employee engagement,
organizational performance and individual well-being: exploring the evidence,
developing the theory. The International Journal of Human Resource
Management, 24(14), p.2659.
5) Crawford, E. R., Rich, B. L., Buckman, B and Bergeron, J.
(2013) Employee Engagement in Theory and Practice. 1sted.
London: Routledge.
6) Hakanen,
J. J., Bakker, A. B and Schaufeli, W. B. (2006) Burnout and work engagement
among teachers, Journal of School Psychology, 43, pp 495–513.
7) Halbesleben,
J. R., Harvey, J. and Bolino, M. C. (2009) Too engaged? A conservation of
resources view of the relationship between work engagement and work
interference with family. The Journal of applied psychology, 94(6),
p. 1452–1465.
8) James,
H. K., Frank, L. S and Theodore, L. H. (2002). Business-unit-level relationship
between employee satisfaction, employee engagement, and business outcomes: A
meta-analysis. Journal of Applied Psychology, 87, pp.268-279.
9) Lata,
B. S. (2017) Job Satisfaction as A Predictor of Employee Engagement. Amity
Global HRM Review, pp. 21-22.
10) Lockwood, N. R. (2007) Leveraging Employee Engagement for
Competitive Advantage:HR’s Strategic Role. Society for Human Resource
Management Research Quarterly, pp. 3-6.
11) MacLeod,
D and Clarke, N. (2009) Engaging for Success: Enhancing performance through
employee engagement, London, Department for Business Innovation and Skills.
12) Mauno, S., Kinnunenb, U. and Ruokolainena, M. (2007) Job
demands and resources as antecedents of work engagement: A longitudinal study. Journal
of Vocational Behavior, 70(1), pp. 149-171.
13) Premuzic, T. C and Garrad, L. (2017) How to tell your boss
that you’re not engaged at work, Harvard business review. [Online]
Available at : https://hbr.org/2017/10/how-to-tell-your-boss-that-youre-not-engaged-at-work.
[Accessed 5th December 2018].
14) Robinson, D., Perryman, S and Hayday, S. (2004) The
Drivers of Employee Engagement. Brighton: Institute for employment studies.
15) Robertson, S. G and Markwick, C. (2009) Employee Engagement A review of current thinking,
Brighton:
16) Salanova,
M., Agut, S and Peiro, J.M. (2005) Linking organizational resources and work
engagement to employee performance and customer loyalty: the mediation of
service climate. Journal of applied Psychology, 90(6), p.1217.
17) Stairs,
M and Galpin, M. (2010) Positive engagement: from employee engagement to
workplace happiness, in (eds) P A Linley, S Harrington and N Garcea, The Oxford Handbook of Positive
Psychology and Work, New York, Oxford University Press.
18) Silverthorne,
C. (2004) The impact of organizational culture and person-organization fit on
organizational commitment and job satisfaction in Taiwan. Leadership &
Organization Development Journal, 25(7), pp.592-599.
19) Solomon,
M and Sandhya, S. M. (2010) Employee Engagement: The Key to Improving
Performance. International Journal of Business and Management, 5(12), p.3
20) William,
H. M. and Benjamin, S. (2008) The Meaning of Employee Engagement. Industrial
and Organizational Psychology, 01, p.4.
Nipuni, engaged employees are an asset to an organization. Your blog clearly explains the reasons for importance of employee engagement. In todays context organizations should take steps to engage employees to the work and to the organization as it provides competitive advantage to any business. According to Hui et al. (2007), research done among 17 multinational companies in China found out that engaged employees are not only productive but also have less turnover. Howard and Foster (2009) state that employee engagement is a critical factor that affect competitiveness and attrition rate. Moreover, engaged employees have more smoother relationship with management (Van den Broeck et al.,2008).
ReplyDeleteThank you Chathurika for your valuable comment. It is also stated at the organizational level, research on employee engagement has reliably found a strong, positive relationship with organizational performance. In a study of 65 companies found shareholder value for companies in the top 25% of a proprietary employee engagement index was more than double that for companies in the bottom 25% (Macey et al., 2009), whereas another study of 125 organizations found statistically significant connections between employee engagement and a range of results including profitability, productivity, and safety incidents (Harter, Schmidt, Killham, & Asplund, 2006). Employee engagement studies are extremely reliable with management as they are conducted in the ‘real’ world of work.
DeleteDear Nipuni, Foster(2017) states he role of the manager in the workplace is perhaps the most significant in terms of impact on organizational performance. Managers have the most direct influence on employees they line manage. They carry the responsibility for aligning the performance of their department and its staff with overarching organizational goals. They play a vital role in shaping organizational culture .Fundamentally, they are the link between senior management and those operating at grass-roots level. Nancy.R (2007) also say,Today, society and business are witnessing unprecedented change in an increasingly global marketplace, with many companies competing for talent. As organizations move forward into a boundary less environment, the ability to attract, engage, develop and retain talent will become increasingly important. In view of these changes, a number of trends, as identified in the SHRM Special Expertise Panels 2006 Trends Report, are likely to have a significant impact on employee
ReplyDeleteengagement (see Figure 1). For example, the increased demand for work/life balance and the
changing relationship between employers and employees are driving the need for HR Professionals and their organizations to truly understand what employees need and want and then determine how to meet those needs while at the same time developing and leveraging workplace talents at all levels.
Thank you for the comment and I agree with your statement of “Managers have the most direct influence on employees”. The both qualitative and quantitative data collected by Gallup researchers have showed the importance of the supervisor or the manager and his or her influence over the engagement level of employees and their satisfaction with their company. This finding has been reflected in individual-level meta-analyses (e.g., Judge et al., 2001). Job satisfaction and performance has been highly related with the supervisor.
DeleteNipuni, Engaged employees often experience positive emotions, including gratitude, joy, and enthusiasm. These positive emotions seem to broaden people’s thoughts and actions implying that they constantly work on their personal resources (Fredrickson, 2001). Engaged employees experience better health therefore they can focus and dedicate all their skills and energy resources to their work moreover engaged employees create their own job and personal resources and transfer their engagement to others in their immediate environment (Bakker and Xanthopoulou, 2009). Engaged employees are deeply committed to their workplace which will lead to key improvements in business outcomes, reduce in absenteeism, employee turnover, shrinkage, safety incidents, and product defects (Robinson,2012).
ReplyDeleteThank you Rochana for your comment. I completely agree with you. As you have mentioned engaged employees are deeply committed to their workplace. Schaufeli et al. (2002) stated that engaged employees state of mind is characterized by vigor, dedication and absorption. Vigor refers to level of the energy and mental resilience while working, the willingness to invest effort in one’s work, and determination to face difficulties. Dedication refers to a sense of significance, enthusiasm, inspiration, pride, and challenge. Absorption is defined as being fully concentrated and deeply occupied in one’s work, whereby one perceives time to pass quickly and has difficulties detaching oneself from work.
DeleteDear Nipuni, due to globalization, companies are changing their structure and competing in a bigger arena. When employees are engaged, they are emotionally connected to others and cognitively vigilant to the direction of the team (Harter et al., 2002). Leaders impact organizational effectiveness through their followers. Leadership can have a great impact on engaging employees within the organization. Bakker and Schaufeli (2008) found that employees who have positive interactions with their managers have increased levels of engagement. Additionally, Walumbwa, Orwa, Wang, and Lawler (2005) found that using a transformational leadership style leads to increased organizational commitment and job satisfaction, and still Cartwright and Holmes (2006) found that leaders who focus on relationship building and trust development increase engagement levels.
ReplyDeleteAs you correctly stated that leaders have a great impact on their followers and leadership can have a great impact in engaging employees. Bono and Judge (2003) found that followers of transformational leaders stated more self-concept engagement in their work. These results used the self-concordance model as well-defined by Sheldon and Elliot (1999), which is a person’s activities such as work-related tasks or goals are a reflection of his or her authentic interests and values (Bono & Judge). Outspreading this research on the motivational effects of leaders, Strickland et al. (2007) studied the relations among work engagement, charismatic leadership, and turnover.
DeleteFollowers of charismatic leaders also have a tendency to have a high sense of meaningfulness associated with their role. Charismatic leaders appeal to that sense of meaningfulness by motivating their employees and connecting their goals or ideas to employee’s roles (Shamir, 1991). Charismatic leadership is also associated with higher work engagement (Strickland et al., 2007).
Nipuni adding more to your valued descriptive article today employee engagement has become a leadership priority as they constantly seek for different methods to keep their work-force engaged.(Chandani et a,2009)When an employee is engaged within their organization, everyone benefits. Engaged employees are builders. Employees use their talents, develop productive relationships, and multiply their effectiveness through those relationships. They perform at consistently high levels. They drive innovation and move their organization forward (Van Allen, 2013).
ReplyDeleteYes Ama I comapletely agree with your comment. When an employee is engaged within their organization, everyone benefits. Madhura and Deepika (2014) stated engagement is a concept which has been given a significant importance in the past 10 years. Organizations today use engaged employees as a tool for strategic partner in the business. Lot of drivers are identified which has an impact on employee performance and well-being at work place. Many industries today are trying to endure and rise above stiff competition, physical and mental well-being of the individuals where it is an important aspect for HR managers to focus on. Hence, employee engagement is today seen as a powerful source of competitive advantage in the stormy times.
DeleteNipuni, According to Robinson (2006), employee engagement can be achieved through the creation of an organisational environment where positive emotions such as involvement and pride are encouraged, resulting in improved organizational performance, lower employee turnover and better health. Robinson et al, Perryman and Hayday (2004), defines “engagement as a positive attitude held by the employee towards the organization and its values. An engaged employee is aware of the business context, works with colleagues to improve performance within the job for the benefit of the organization”. They further add that organization must develop and nurture engagement which is a two way relationship between employer and employee.
ReplyDeleteThank you Jancy for your comment. Engagement is also the energy that an employee sets into his work, involving himself to improve performance (Maslach, 2003) the dedication in which the employee is involved in his work roles, it is the active use of individuals thinking, emotions and behaviors (Saks, 2006) engagement is the willingness of employee to get attached into his work tasks. Employee engagement is an appositive attitude settled in employee when he finds organizational and cultural support.
DeleteThis comment has been removed by the author.
ReplyDeleteDear Nipuni, according many researchers it has been found that higher levels of engagement are seen in staff whose direct managers exhibit additional relationship-oriented behavior which impacts supervisor behaviors and facilitate engagement accordingly (May et al., 2004). In contrary, Maslach et al. (2001) state that managers' behavior can be the cause for creating employee disengagement. Whereas the authors emphasized that such scenarios may occur through inconsistent management style which leads to perceptions of unfairness. Additionally, MacLeod and Clarke (2009) believe that trust is a major factor that impacts employee engagement, that successively pave the way for learning, innovation, and high performance. The means or the way how employers treat employees of an organisation has been shown to possess an instantaneous impact on however employees treat customers. Whereas, Donna (2014) states that the immediate workplace environment employees experience every day can have the biggest impact on employee engagement.
ReplyDeleteDear Niroshini, as you have rightly said the workplace environment employees experience every day can have the biggest impact on employee engagement. The working environment is directly affecting the employee’s satisfaction and commitment of the organization (Hanaysha, 2016). Compared to the employees who are uncomfortable, the people who are familiar with the work environment work more efficiently and enjoy the workflow. As a result, managers are required to develop all aspects of the employees work environment to ensure employee benefits (Khuong and Le Vu,2014). An interesting and safe working environment can motivate employees as their needs can be met and to be effective, the organization must plan the work environment so that the organization can improve employee commitment and motivation, and eventually deliver results (Danish, Ramzan, and Ahmad, 2013). Hence, working environment plays a major part in influencing and engaging employees with the organization (Hanaysha, 2016).
DeleteDear Nipuni ,Organizational culture has been shown as one of the key driving factors of employee engagement (Lockwood, 2007; McBain, 2007). Employee engagement is more likely to occur in a friendly and supportive work environment. Such engagement is facilitated by appropriate compensation and benefits for employees. It is also fostered by alignment to organizational mission and vision statements, positive peer treatment, and a policy of work-life balance. Social Exchange Theory can be used to demonstrate the connection between organizational culture and employee engagement. Such a connection is a two-way relationship between the organization and its employees (Robinson et al., 2004). When employees feel they are deriving benefit from their employer, they feel a responsibility to return the favors through their work ethic. The Social Exchange Theory implies this when it notes that a longstanding and mutually beneficial relationship will result in loyalty, trust and commitment over time (Cropanzano and Mictchell, 2005). Other research has noted that employee engagement is linked with perceived organizational support (POS) (Sacks, 2006; Ram & Prabhakar, 2011; Shuck, 2010). Like organizational culture, POS is seen as a value to employees through the realization of good values and good managerial operations. Employees experiencing good organizational culture feel psychologically safe ( Mohammed et al ,2017)
ReplyDeleteDear Nadeesha, thank you for the comment and I completely agree with the statement you have said, “organizational culture is one of the key driving factors of employee engagement.” Organizational culture may be perceived to be supportive/unsupportive or positive/negative. Organizations with an optimistic culture reward their employees and generate an enabling environment where employees develop, grow and operate at their full potential (Robbins & Judge 2012). Van (2013) states that employees initiate innovation and move the organization forward where they perceive the organizational culture as supportive. Employee engagement is assessed and employee engagement levels are affected by organization’s leadership and culture (Alarcon, Lyons & Tartaglia, 2010).
DeleteWell said Nipuni. Further to what you mentioned, there have been so many explanations given on impact of employee engagement and characteristics of engaged workforce.
ReplyDeleteAn engaged employee is someone who can be relied upon and goes beyond the requirements of the job, who is aware of the business context, who sees the bigger picture, even sometimes at personal cost, who looks for opportunities to improve organizational performance, works closely with colleagues to improve performance within the job for the benefit of the organization. Hence it is evident that organizational commitment and engagement are two main important concepts that affect work performance and the attraction and retention of employees (Armstrong, 2008). Engaged employees lead to enhance the overall company innovativeness and to boost the bottom line as they more attentive, integrated, focused in their work performance and are more likely to take personal initiative at work (Zheng, 2013). Employee engagement forecasts employee outcomes, enhance financial performance and lead to organizational success (Saks, 2006). Internal communication has been identified as one of the main contributors for internal communication. Frequent communication between employees and managers enhance the bond of trust. This transparency leads Employees feel a sense of belonging when the mission is shared, what is expected from them and should feel that how valuable their contribution towards achieving company’s goals (Mishra, 2014).
Thank you very much Nilimini for your valuable comment. Adding more to your comment, employees vary significantly in terms of their commitment to their job and the amount of power and attention that they put forth at work. Work engagement is a concept that captures the variation across individuals and the amount of energy and dedication they contribute to the job (Kahn,1990).
DeleteOrganizations are more operative and efficient if the employees are eager to go an extra mile and the responsibility of the managers are to motivate the employees (Bolino, 2017). When the organization upholds a balance between work and life of the employees, then the employees become more relaxed and more engaged (Markos & Sandhya, 2010).
Hi Nipuni, Buckingham and Coffman (2005) said, pay and benefits are equally important to every employee, good or bad. A company’s pay should at least be comparable to the market average. However, bringing pay and benefits package up to market levels, which is a sensible first step, will not take a company very far- they are like tickets to the ballpark, they can get the company into the game, but can’t help it win. Saks (2006) argues that one way for individuals to repay their organisation is through their level of engagement. In other words, employees will choose to engage themselves to varying degrees and in response to the resources they receive from their organisation. Bringing oneself more fully into one’s work roles and devoting greater amounts of cognitive, emotional, and physical resources is a very profound way for individuals to respond to an organization’s actions.
ReplyDeleteDear Nipuni as you correctly said Employee engagement can be deined in diferent ways. An engaged employee is one who produces results, does not change job frequently and more importantly is the ambassador of the company at all times. he performance of an engaged employee as defined by Hay group is as follows “a result achieved by stimulating an employees’ enthusiasm for work and redirecting it towards organization success. his result can be achieved only when an employer offers an implicit contract to the employees that demonstrate specific positive behaviors which are aligned with organization’s goals”. An employee could also be found to be experiencing three different levels of engagement. He could be engaged, not engaged or disengaged. Engaged employees are those who work with passion towards the organization’s goals. An employee who is not engaged is one who is seen to be participating but not with passion and energy towards the organization’s common goal. Disengaged employees are those who are unhappy at their work an act out of their unhappiness. Engagement is also found to have three different facets, Intellectual engagement that refers to dedication towards performing better at one’s job, effective engagement or feeling positive after performing one’s job and lastly social engagement which is involved in discussions with others about enhancing work related improvements (Arti,2016).
ReplyDeleteHi Nipuni,
ReplyDeleteAs you are aware, Employee Engagement is the dedication, passion of employees and effective leadership skills with support from the employer to the employees. HR leaders set the initiative and faith of their company and spread that optimistic drive to the employees in the company. 10 C’s for employee engagement by the author, George Ambler (2007) drew the evidences and highlights from the full story in the Ivey Business Journal and also summarized the explanation of the 10 C’s as follows:
1.Connect: Leaders should always display and make known that they value workers.
2.Career: Organization and leaders should provide work for their workers that’s not only challenging but also meaningful work.
3.Clarity: Leaders must communicate a clear vision. Communication is paramount important in any relationship.
4.Convey: Leaders need to clarify their expectations about workers and deliver constructive feedback on their functioning in the organization and how that fits into the bigger picture of the company.
5.Congratulate: Always make sure to give acknowledgement to a job well done by an worker.
6.Contribute: Leaders should make their employees feel significant. An employee is going to be much more engaged if their leaders and superiors asks their contribution on a job or role of the company.
7.Control: Employees need and value control over the flow and pace of their jobs. Leaders can generate
opportunities for staffs to exercise this control.
8.Collaborate: Employees that work in teams naturally have the trust and collaboration of their team members.
9.Credibility: Leaders should always strive to uphold a company’s reputation and establish high ethical standards.
10.Confidence: Great leaders help ,make and spread assurance throughout their company by being standards of high ethical and performance.
Dear Nipuni,
ReplyDeleteAgreed with your views over the employee engagement. the employee engagement could identify as the passion of the people to involve with their respective job or role in an organization where it shows the commitment towards the company which is above the average work of an employee (Lewis, et al., 2012). It was understood that an organization required to accomplish a set of goals and objectives through the investments and execution of the business operations (Ariani, 2014).
When it comes to the operations, the employee or the human capital could be identified as one major resource for the business. However, the productivity of the humans is mainly different from other all resources where the motivation will drive the entire productivity levels of the business and it is obvious that the productivity of the human capital will lead to the success of the organizations (Shuck & Reio, 2011).
A wonderful blog Nipuni. Rothbard (2001) defines engagement as psychological presence and, furthermore, states that it involves two critical components: attention and absorption. Attention refers to cognitive availability and the amount of time one spends thinking about a role, while absorption means being engrossed in a role and refers to the intensity of one's focus on a role. According to Maslach et al. (2001), six areas of work-life lead to either burnout or engagement: workload, control, rewards and recognition, community and social support, perceived fairness and values. They argue that job engagement is associated with a sustainable workload, feelings of choice and control, appropriate recognition and reward, a supportive work community, fairness and justice, and meaningful and valued work.
ReplyDeleteGreat blog, learned many things about employee engagement form this article, very information.
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